Whitehorse Kia Group Assignment 2
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Feb 20, 2024
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W COMM
Whitehorse Subaru and Kia
Rajesh Vijayaraghavan
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Case Assignment Questions
Word limit: Questions
-
,
words each. Questions
-
,
words each.
. What is the dilemma Raman Grewal is facing?
. How is COVID-
impacting Yukon?
. What does Whitehorse Subaru and Kia do? What are its business segments?
.
What are the unique challenges, and risks that Whitehorse Subaru and Kia faces during normal
times?
.
Consider the car dealership industry in Canada; how is it organized? How is Whitehorse Subaru
and Kia di
erent from the others in the industry?
.
Consider the balance sheet of Whitehorse Subaru and Kia. Describe briefly their assets, and
the liabilities?
.
WhatareWhitehorseSubaruandKia’smainrevenuegenerators? Whataretheirmainexpenses?
. How has the revenues, and the expenses changed since COVID-
?
.
Consider the depreciation estimates of Whitehorse Subaru and Kia. Raman Grewal is con-
sidering changing the existing method to calculate depreciation estimates for their plant
assets.
a) What other method would you recommend?
b)
Suppose Raman Grewal decides to accept your recommended change, what are the items
in the financial statements that would be impacted going forward?
.
What are the steps Raman Grewal should take to prepare for the possible increase in demand
at Whitehorse Subaru and Kia in the post COVID-
phase?
.
Choose any two financial ratios, and describe how the ratios would change between pre-
pandemic, pandemic, and post-pandemic periods for Whitehorse Subaru and Kia. Describe
why those changes are expected.
.
Suppose Whitehorse Subaru and Kia is deciding to carry between electric and gas vehicles.
What factors should it consider in deciding the split between the two?
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ANNA GREWAL RAJESH VIJAYARAGHAVAN Whitehorse Subaru and Kia On March 11
th
, 2020; the Director-General of the World Health Organization, Dr. Tedros Adhanom Ghebreyesus declared the world pandemic – COVID-19 – was officially an outbreak; with no clear signs of dissipating any time soon.
1
From that point on, the world took a turn. Non-essential businesses, and services, were forced to close their doors with lockdown measures imposed. Universities, and public schools closed for the academic year and borders were closed. Millions around the world lost their primary source of income. Almost 10 million individuals world-wide were diagnosed with COVID by July, 2020. This affected the world economy, and changed how businesses operate, including small establishments such as the joint venture Whitehorse Subaru, Kia, and Rent-A-Wreck. Raman Grewal, the proprietor of the Whitehorse, Yukon based car enterprise, was mulling over how this new-normal way of living would affect his business. Yukon received its first two cases of COVID-19 on March 22
nd
, 2020.
2
On April 3
rd
, 2020 Yukon took steps to ensure the community operated in a way to meet COVID-19 safety procedures. This was intensified on April 10
th
when the territory closed its borders to all non-essential travel.
3
History of the Dealership Raman Grewal first immigrated from India to Canada in 1988. He began schooling at Yukon College for one year, followed by moving to Ontario to attend Centennial College for two years. Shortly after, he began working at the Honda dealership in Toronto. He then moved back to Yukon in 1991, and started working at the local Honda dealership in Whitehorse. This experience provided him with a solid knowledge of the car industry in Yukon. Raman wanted to establish a stable venture in this industry that would provide financial security to support his family, and set his roots in Yukon. After conducting research on the market to identify which auto businesses were missing in Yukon, he settled on Subaru car dealership. At the time Subaru was the only company that offered smaller all-wheel drive vehicles. With the tremulous weather conditions Yukon faces, this was a big selling point. It was important though that Raman proved to Subaru Canada that despite the small population, it would be an ideal location to open a car dealership, as majority of the population met Subaru’s target niche market. Raman’s great grandfather owned a transportation business in India. From a young age, Raman’s great grandfather shared businesses lessons to him. He once told Raman the first lesson of business is “always use others people money to make money.” In other words, this meant that a way to ensure a business is viable is to borrow money, and pay interest, while generating revenue on top of that. As a result, Raman along with his wife Harminder Grewal, prepared a business plan for a bank consisting of market research, financial forecasting, and projected sales, in order to secure a loan to take this “strategic gamble”, which ultimately saw them establishing Whitehorse Subaru car dealership. Raman had deep expertise in all departments of the dealership from his education and experience - mechanical, sales, rental, finance, managing, and parts. Whitehorse Subaru ran differently than most car dealerships, it was created as a family affair, unlike the 60% of the other group-owned car franchises in Canada.
4
Raman vividly remembers that the first car sale he made at Whitehorse Subaru was while holding his six-month old daughter in his arms. The women selected the Subaru car, over a Ford, due to the family aspect the business provided. While many people will say having children running around the dealership is detrimental to the business, Raman believed it is a central part of a family business. Anna Grewal (BComm 2021) and Professor Rajesh Vijayaraghavan at the UBC Sauder School of Business prepared this case solely as the basis for class discussion. Cases are not intended to serve as endorsements, sources of primary data, or illustrations of effective or ineffective management.
Whitehorse Subaru and Kia 2 Raman believes that “a business is like a kid, they have to grow – otherwise they become stagnant.” As a result, to grow the business, he researched on other car brands that he could merge in his dealership to fit a separate niche market that Subaru was not fulfilling. He settled on Kia after finding how affordable the cars were. To establish this business, he had to get approvals from both Subaru Canada and Kia Canada. In accomplishing this, he proved that the target market of both car brands was different, and would mutually add value rather than inhibiting car sales. Raman has continued to run all ventures under one roof along with Harminder, while enjoying the Yukon lifestyle with his three daughters.
History of the Yukon Yukon is the smallest and most western territory in Canada.
5
It was first established as its own individual territory in 1898 during the Klondike Gold Rush.
6
Prospectors from all over Canada passed through Yukon in hopes to find Gold, which is how the territory initially put its name on the map.
7
Yukon’s terrain primarily consists of mountains, and high plateaus with an area of 482,443 square km.
8
However, Yukon is very unique in that its population is 40,369 while Whitehorse, the capital city, hosts 24,000 of those citizens.
9
To put this in perspective there are around 84,000 caribou in Yukon.
10
Additionally, 80% of the whole territory is currently wilderness, with only 20% being developed.
11
Yukon is situated in a remote area up North in Canada (see Exhibit 1
). The closest major cities are Edmonton, and Vancouver, which are both approximately 2,100km and 2,700km away respectively.
12
The communities within Yukon are very dispersed, and sparsely populated. Due to the long stretches of distance and the permafrost underneath the ground, the road constructions are with chip seal instead of pavement. This allows more adaptability during weather changes, and also creates a unique necessity for automobiles within Yukon. Since Whitehorse is the sole city in Yukon, it is the place within Yukon that has car dealerships. Furthermore, due to the distinct size of the territory there is only one of each – Subaru, Kia, Ford, General motors, Honda, and Toyota. As a result, each of the dealership is competing for customers within the whole territory instead of one specific area. The primary economic sectors within Yukon consist of: Government work, agriculture, energy, film and sound, fishing, forestry, hunting, mining and exploration, tourism, and trapping.
13
These directly relate to the prominent wilderness the territory has to offer. Yukon is known for having almost 24 hours of daylight in summer due to its position on the earth relative to the sun. In the winter temperatures can drop to -40 degrees Celsius, with only around 5 and a half hours of sunlight.
14
However, the long periods of darkness in the winter creates a good environment for aurora borealis to be seen. There are numerous outdoor activities to do in Yukon. This consists of hiking, kayaking, hunting, and camping in the summer, and dog sledding, snow shoeing, ice fishing and snow mobiles in the winter. Yukon is unique in that the communities are situated in harmony with nature, contrasting larger cities where the development has overtaken the wilderness. This distinct characteristic, and the serenity that Yukon can offer, presents for a vibrant tourism industry during the summer. In 2018, Yukon had approximately 323,000 overnight visitors from around the world.
15
Subaru and Kia in Canada
Whitehorse Subaru and Kia 3 In Canada, there are approximately 3,611 new car dealerships and 2, 618 used car dealerships.
16
The car industry has been developing, and growing since the first car was created in 1885.
17
With the world constantly changing, and individuals needs evolving with it, new car models are continuously being developed with innovative features. The majority of car dealerships within Canada are owned by conglomerate dealer groups such as Dilawri, who own more than 60 dealerships within the country.
18
Subaru Subaru is known for its all-wheel drive vehicles. All-wheel drive vehicles are superior for traction and towing, which is ideal for heavy snow conditions. Majority of Subaru vehicles are manufactured in the Gunma Prefecture in Japan.
19
Subaru’s consumer base primarily consists of higher middle-class individuals who love outdoors and adventuring. Chief Marketing Officer Tim Mahoney stated that Subaruers are “customers who are not buying things, but experiences.”
20
This can be seen through Subaru’s marketing which often features families in the outdoors. The average household income of Subaru customers is $88,000 which corresponds to their targeted consumer market.
21
Kia In contrast, Kia is primarily known for offering budget friendly vehicles for enjoyment of younger individuals.
22
Kia customers tend to be more risk averse, and from lower income brackets compared to Subaru customers. While Kia hopes to change perceptions of its brand and create more high-end cars in the future; they continue to produce affordable vehicles, which offer connectivity and style through modern technology.
23
This is shown through Kia’s branding, such as the Kia soul hamsters. “Kia views advertising as storytelling” stated the director of marketing, Kimberly Gardiner.
24
They hope to promote entertaining experiences and positive feelings. Kia is a newer Korean car brand officially establishing itself in the market in 1999.
25
Whitehorse Subaru and Kia Whitehorse Subaru and Kia car dealership is organized into several different departments. The main one is car sales (see Exhibit 2
). The dealership holds both used and new vehicles in the inventory, and allows trade-ins from customers. Customers are encouraged to test drive vehicles they are interested in to gain a better idea of which one will best suit them. The second department is car service and repair. The dealership has a mechanical shop in which cars can be worked on. Cars need services, warranty work, and regular oil changes. Warranty work is an income to the Whitehorse Subaru and Kia dealership, whereas it is an expense for Subaru and Kia Canada. In order to do some of those repairs and custom alterations, parts are needed. This leads to the third department of the enterprise – parts. Since Yukon is small and remote, popular parts are kept in stock while more custom parts are ordered online. The used vehicles are put up for rent under Rent-A-Wreck enterprises. Raman had first begun by utilizing an independent car rental services for tourists. However, after 9/11 companies had stopped insuring independent car rentals, so he started operating under Rent-A-Wreck rentals. This was also due to that Rent-A-Wreck utilized the same business model he was using. This model allowed for renting from the used vehicles fleet, and there by depreciate the cars until they were sold. Since the main tourist months are in the summer, rental cars are heavily used throughout the
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Whitehorse Subaru and Kia 4 months of May, June, July, and August. Therefore, in September the dealership holds a large sale for the vehicles. Rentals are at a fixed rate per day - depending on the size - and includes a set number of free kilometres per day. Additional kilometers driven, cost an extra amount per each kilometre. Apart from the car sales, and car rentals, is the business office income and income from financing. Business office income involves commissions earned from selling life and disability insurance, extended warranties, and health insurance. The income from financing is when banks give kickbacks, or commissions, for every loan provided to a customer from the bank. Each activity is able to meet the needs of the customer segments associated with each separate brand. In order to achieve all these independent activities Whitehorse Subaru and Kia work closely with Subaru Canada and Kia Canada. Exhibit 3
represents the contribution of revenue streams from each of Whitehorse Subaru and Kia’s components. Raman operates Subaru, Kia, and Rent-A Wreck all under one roof. Raman believes that a business can run in two ways. First, to keep it small enough that you are able to control and oversee all components of the operation – thereby providing a personalized service to customers, by treating them as guests. Second, to create a larger enterprise where you hire managers to run the business – thus creating a broader professional environment. Anything in between these two creates confusion where one cannot achieve either, therefore creating “a recipe for disaster.” This is because in the in-between phase, the workload and overhead is large enough that it cannot be overseen by an individual, as a result, there are not enough employees to provide personalized service to the customers. Consequently, the ability to provide good service suffers. When Raman developed the business model for Whitehorse Subaru and Kia, he wanted it to be family run; therefore, he kept all three brands under one roof so he had the capacity to manage and regulate the enterprise. As a result, he was able to create a family environment where he remembers all customers by their names, and by getting to knowing their families. Raman is able to solve three of Yukon’s needs through his dealership. The first is to provide safe transportation for Yukoners, the second is to deliver a variety of vehicles and services to a diverse customer base, and the third is to supply affordable rental vehicles to Yukon tourists. In order to provide these services, and operate the dealerships, certain resources and costs must be incurred. The first involves having a location to operate. Whitehorse Subaru and Kia is located in downtown Whitehorse, close to many larger stores such as Canadian Tire and Walmart. It is also important to have the right mix of employees. The dealership has two sales advisors, three mechanics, two parts and service consultants, one rental clerk, and two accounting associates. Employees are on salaries, instead of commission, to help promote a friendly environment Raman strives to create. As mentioned above, the dealership rents cars and depreciate the vehicles: thus, a cost that is incurred from the dealership is from the depreciation on the vehicles. In addition are the interest costs from financing new car inventories. Three other costs associated with day to day operations are taxes, utilities, and insurance. Furthermore, policy work involves internal warranties done on cars where mechanical work is done on a goodwill, and the dealership absorbs the cost. The order of expenses incurred are synthesised in Exhibit 4
. COVID-19 in the Yukon Yukon faced very unique circumstances in terms of COVID-19. At the beginning of March, Yukon began taking active precautionary measures despite the fact there was not a case in the territory. The
Whitehorse Subaru and Kia 5 Chief Medical Officer cancelled the territories “Arctic Winter Games”, and encouraged individuals to cancel trips and avoid non-essential travel.
26
Yukon had opened a respiratory assessment center by March 19
th
, and on March 22
nd
the first two cases of COVID within the territory were confirmed.
27
As a result, Yukoners who were abroad were strongly encouraged to return home immediately. Restaurants and bars had to decrease seating by 50%, all individuals traveling were required to self-isolate, and there were no gatherings allowed above 10 people.
28
On March 27
th
Yukon declared a state of emergency and received two more cases. Many businesses and government employees began to work from home, and essential stores implemented safety procedures such as sneeze guards. By April 17
th
the total number of cases in the territory was 9. The Government decided to take strict measures and close the border to all individuals except: Yukon residents, immediate family of Yukon residents, and individuals delivering essential services or goods. Individuals who had to pass through Yukon to reach Alaska, or the Northwest territory, were required to complete their trip within 24 hours and avoid all unnecessary contact. Stations were set up at key points in attempts to ensure these protocols were followed. As of April 24
th
,Yukon had reached 11 cases.
29
Soon after all 11 individuals recovered. As the community became more comfortable, with weeks passing by with no new cases, the territory slowly returned to normalcy. Businesses were beginning to slowly regain customers, mainly local residents. However, while this was largely in part to the border closure, businesses economic standing took a hit due to the absence of tourists and visitors. Effects of COVID-19 on Whitehorse Subaru and Kia Once COVID-19 was brought to Yukon, businesses did not hesitate to introduce procedures and precautions. Whitehorse Subaru and Kia were no exception. Within Yukon, car sales and services were deemed an essential service – as a result, the dealership remained open. However, this created a critical need to keep employees, and customers safe while still providing regular services. The first step was to operate the dealership at a reduced hour. This was to account for the decrease in customers, and the increase in people staying home. Glass counter guards were added, with systems put in place to ensure customers and employees were remaining six feet apart while also properly sanitizing surfaces. All these severely impacted revenues of the dealership. Due to Yukon’s experience with COVID-19 the warranty, service, and internal work within the dealership did not have a clear downward trend. As shown in Exhibit 5 and 6
the numbers fluctuate monthly by category and each car brand. Yukon was able to relatively regain its local economy, and business, while still facing a loss in overall revenue and profit. For Raman, his car rental business faced majority of the hit. Due to the prominent decrease in tourists, the number of rentals dropped drastically (
Exhibit 7
). In the summer the dealership will typically keep 50 cars on fleet, however this year they only had 5. Raman stated that the virus came to Canada at a time that allowed him to prepare for the resulting impact. As a result of restrictions arising before the rental season began, he was able to decrease his
Whitehorse Subaru and Kia 6 fleet. Other companies that solely utilize their vehicles for rental purposes did not have this same option. However, Raman was able to change his fleet and keep the remaining cars on the lot – instead of increasing the number of overall vehicles he had, he aimed to deplete some of his winter stock through regular car sales. This allowed him to decrease overhead interest and servicing costs, although it did not cover the overall loss that resulted. The income and profit that typically arose from the rental business diminished. This was because he still had to pay to keep the 5 cars on fleet - insurance, registration, depreciation, and servicing - even though there was not enough revenue generated to cover these costs. Raman also was able to cut some of the costs by allowing existing employees to handle the rental portion of the business, instead of having to hire an extra employee for the summer. Depreciation Whitehorse Subaru and Kia depreciate various components including: rental fleet, equipment, computer and machinery, and furniture. The deprecation of the rental fleet is calculated separately from the other categories, and is already accounted for in the inventory section of the balance sheet. The other categories of deprecation are amortized using rates that are specified in the notes of the financial statements (
Exhibit 8
). Challenges and Risks The unique location of Whitehorse Subaru and Kia consequently results in specific risks and challenges. Larger car dealerships, located in mainstream cities, generally have the luxury of accessing businesses within the vertical supply chain at a much more convenient level. The difference between a car dealership in Vancouver and Whitehorse are the population size, industries within the city, accessibility of the city, and weather constraints. As a car dealership, it is important to have the right mix of inventory. Customers will approach dealerships needing certain parts, or vehicle models. Due to the length of time it takes to ship to Whitehorse, Raman conducts forecasting to ensure he has the parts and inventory that are needed on a more regular basis. It is not economically viable option to carry every colour and model in stock. Typically, in larger cities, car dealerships can partake in what is called a “dealer trade.” This occurs when dealerships will trade vehicles according to customer demand. For example, if a Subaru dealer in Richmond, BC had a customer inquiring about a car model and colour that the Surrey Subaru dealer had, they would trade cars to meet the consumers demand. However, Raman is unable to do this because of the distance, and the costs involved to ship vehicles in order to do a dealer trade. Although shipping cars from the factory has a standard freight fee to all car dealers, the freight to ship used or dealer trade vehicles to Whitehorse is $2000 – whereas, in larger cities with multiple dealerships this cost will be close to zero. Customers often do not realize the complexities in finding a car that is not directly from the manufacturer, and do not understand the extra freight fee that will be associated with it. The second unique constraint in Whitehorse involves employees. Due to the smaller and restricted population, it becomes a challenge to find the right employees for Whitehorse Subaru and Kia. Many individuals wishing to pursue long-term careers will opt to move to bigger cities. Hiring individuals with the necessary educational, and work-related experience, becomes more difficult within a city such as Whitehorse with limited human-resources. This goes hand in hand with the realm of customers. Due to the minor and more stagnant population base, there is limited opportunity to gain new customers.
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Whitehorse Subaru and Kia 7 COVID-19 further amplified some of the risks Raman and his dealership face. In addition to working around new restrictions in regards to customer relationships and test drives, there has been many factory closures around the world. As a result, there has been a major decline in product availability, including the increased difficulty in procuring new vehicle stock. Additionally, the economic shutdown left many individuals laid off jobs, decreased working hours, and less secure income while also being encouraged to stay home. Due to these factors, Raman had to make number of trade-offs, including to decide where to cut costs and compensate for the decrease in revenue. Looking Ahead As COVID-19 continually shifted how businesses operate, Raman continued to adapt and adjust to maintain the business he built from the ground up. Raman and Harminder utilized their determination and drive to run their family operated business and allowed it to gain a reputable name in the Yukon. While COVID-19 will have long-lasting impacts on society as a whole, Raman began to wonder about the pent-up demand that will result once restrictions are lifted in the post-COVID normal. During the midst of COVID-19 individuals postponed their purchases, or who were unable to find specific vehicles that they wanted. Once factories begin to run as normal, and supply chains, are back on track, the inflow of demand will be much higher than normal. In addition, the Yukon will expect to see a higher tourist rate than normal with individuals delaying their trips to the territory. Raman is deliberating as to how he would prepare for the pent-up demand, and how to arrange funding to accommodate for this shift.
Whitehorse Subaru and Kia 8 Exhibit 1 Source: https://yukoninfo.com/wp-content/uploads/2020/04/Western-North-America-Map-Yukon-Alaska-
Routes.png
Whitehorse Subaru and Kia 9 Exhibit 2
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Whitehorse Subaru and Kia 10 Exhibit 3 Exhibit 4 Source: Company documents Source: Company documents
Whitehorse Subaru and Kia 11 Exhibit 5 Exhibit 6 Exhibit 7 Source: Company documents Source: Company documents Source: Company documents
Whitehorse Subaru and Kia 12 Exhibit 8 (These numbers have been disguised for the purpose of this case)
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Whitehorse Subaru and Kia 15
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Whitehorse Subaru and Kia 16
Whitehorse Subaru and Kia 17 Endnotes 1
Young, L. (2020, April 11). Timeline: How Canada has changed since coronavirus was declared a pandemic. Retrieved from https://globalnews.ca/news/6800118/pandemic-one-month-timeline/ 2
Chief Medical Officer of Health COVID-19 updates. (2020, October 02). Retrieved from https://yukon.ca/en/coronavirus-updates 3
Yukon enforcing border closure for all non-essential travel | CBC News. (2020, April 18). Retrieved from https://www.cbc.ca/news/canada/north/yukon-covid-19-update-april-17-1.5536806 4
Flavelle, D. (2018, August 06). Dealership consolidation happening at 'stunning' pace in Canada. Retrieved from https://canada.autonews.com/article/20180806/CANADA/180809850/dealership-consolidation-happening-at-
stunning-pace-in-canada 5
Heritage, C. (2017, August 15). Government of Canada. Retrieved from https://www.canada.ca/en/canadian-
heritage/services/provincial-territorial-symbols-canada/yukon.html 6
Heritage, C. (2017, August 15). Government of Canada. Retrieved from https://www.canada.ca/en/canadian-
heritage/services/provincial-territorial-symbols-canada/yukon.html 7
Heritage, C. (2017, August 15). Government of Canada. Retrieved from https://www.canada.ca/en/canadian-
heritage/services/provincial-territorial-symbols-canada/yukon.html 8
Rea, K. J. (2019, September 20). Yukon. Retrieved from https://www.britannica.com/place/Yukon-territory 9
(n.d.). Retrieved from https://worldpopulationreview.com/canadian-provinces/yukon-population 10
Yukon reopens hunt as Fortymile caribou population booms | CBC News. (2020, January 02). Retrieved from https://www.cbc.ca/news/canada/north/yukon-reopens-fortymile-caribou-hunt-1.5412108 11
Wilderness & Wildlife of the Yukon. (n.d.). Retrieved from https://www.travelyukon.com/en/discover/uniquely-
yukon/wilderness-wildlife 12
Cities Near Me - Whitehorse, Yukon Territory. (n.d.). Retrieved from https://www.travelmath.com/cities-near/Whitehorse,+Canada 13
Home. (2020, September 24). Retrieved from http://www.gov.yk.ca/aboutyukon/industry.html 14
Waitt, B. (2019, June 19). Hours of sunlight. Retrieved from https://whatsupyukon.com/Yukon-
Lifestyle/humour/hours-of-sunlight/ 15
2018 another record year for Yukon tourism. (2019, June 13). Retrieved from https://yukon.ca/en/news/2018-another-
record-year-yukon-tourism 16
Wagner, I. (2016, June 30). Number of light vehicle dealerships in Canada by type 2016. Retrieved from https://www.statista.com/statistics/684514/number-of-light-vehicle-dealerships-in-canada-by-type/ 17
Who invented the automobile? (n.d.). Retrieved from https://www.loc.gov/everyday-mysteries/item/who-invented-
the-automobile/ 18
Flavelle, D. (2018, August 06). Dealership consolidation happening at 'stunning' pace in Canada. Retrieved from https://canada.autonews.com/article/20180806/CANADA/180809850/dealership-consolidation-happening-at-
stunning-pace-in-canada 19
Where is Subaru from and Where are Subarus Made. (2019). Retrieved 2020, from https://www.autoguide.com/auto-
news/2019/01/where-is-subaru-from-and-where-are-subarus-made-.html 20
Where is Subaru from and Where are Subarus Made. (2019). Retrieved 2020, from https://www.autoguide.com/auto-
news/2019/01/where-is-subaru-from-and-where-are-subarus-made-.html
Whitehorse Subaru and Kia 18 21
Where is Subaru from and Where are Subarus Made. (2019). Retrieved 2020, from https://www.autoguide.com/auto-
news/2019/01/where-is-subaru-from-and-where-are-subarus-made-.html 22
Canada, K. (n.d.). Kia Canada. Retrieved from https://www.kia.ca/our-history# 23
Canada, K. (n.d.). Kia Canada. Retrieved from https://www.kia.ca/our-history# 24
Canada, K. (n.d.). Kia Canada. Retrieved from https://www.kia.ca/our-history# 25
Canada, K. (n.d.). Kia Canada. Retrieved from https://www.kia.ca/our-history# 26
Updates on COVID-19 pandemic by week. (2020, September 30). Retrieved from https://yukon.ca/en/health-and-
wellness/covid-19-information/latest-updates-covid-19/updates-covid-19-pandemic-week 27
Updates on COVID-19 pandemic by week. (2020, September 30). Retrieved from https://yukon.ca/en/health-and-
wellness/covid-19-information/latest-updates-covid-19/updates-covid-19-pandemic-week 28
Updates on COVID-19 pandemic by week. (2020, September 30). Retrieved from https://yukon.ca/en/health-and-
wellness/covid-19-information/latest-updates-covid-19/updates-covid-19-pandemic-week 29
Updates on COVID-19 pandemic by week. (2020, September 30). Retrieved from https://yukon.ca/en/health-and-
wellness/covid-19-information/latest-updates-covid-19/updates-covid-19-pandemic-week
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